Medical Device

2019

BUSINESS
PLAN
 Non-Disclosure and Confidentiality Agreement
This Business Plan (the “Business Plan”) contains certain information regarding the current and planned operations and
business of Company_Name (the “Company”); including the projected financial performance of the Company. The
Company has provided this Business Plan to the recipient solely for assisting the recipient in deciding whether to
proceed with an in--depth investigation of the Company in accordance with procedures established by the Company
and its advisors.

By accepting a copy of this Business Plan, the recipient agrees, among other things, to keep the information contained
herein confidential. The recipient agrees to restrict the use of any information contained herein to those people within
the recipient’s organization or designated representatives who understand the confidential nature of such information
and who need to have such information in connection with the organization’s evaluation of the Company.

The Company has prepared this Business Plan based on internally prepared information, as well as information from
public and private sources, including trade and statistical sources commonly used in the industry. This Business Plan
does not purport to contain all of the information that may be required to evaluate all of the factors that would be
relevant to a recipient in considering a transaction with the Company. The Company makes no warranty or
representation, either express or implied, as to the accuracy or completeness of the material contained herein or any
other written/oral information provided by the Company to the recipient, and no liability shall attach thereto.

The recipient should not rely upon anything contained in this Business Plan as a promise or representation as to the
future. The Company prepared the projected financial information contained herein expressly for use herein. The
Company based financial projections upon the Company’s stated assumptions and analysis of information available at
the time this Business Plan was prepared. The Company offers no representation, warranty, or other assurance that any
of the projections set forth herein will be realized. This Business Plan does not purport to contain all of the information
that may be required to evaluate the Company and any recipient hereof should conduct its own independent
investigation and analysis.

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Table of Contents
EXECUTIVE SUMMARY 1
FINANCIAL HIGHLIGHTS 2
COMPANY OVERVIEW 3
BUSINESS DESCRIPTION 4
TARGET MARKET & LOCATION 5
BUSINESS OPPORTUNITY 5
CORE COMPETENCIES 5
COMPANY OWNERSHIP & LEGAL STATUS 5
OUR WAY TO SUCCESS 5
BUSINESS GOALS 5
PRODUCT/SERVICES 7
SERVICES 8
PRICING 8
VALUE PROPOSITION 8
S.W.O.T ANALYSIS 9
MARKET ANALYSIS 10
GLOBAL HEALTH - STATISTICS & FACTS 11
Global healthcare innovation technology trends for 2019-2025 11
Expenditure on global health care 11
Internet of Things (IoT) 12
TELEMEDICINE: A BOON TO HEALTHCARE SECTOR 13
Telehealth Market Statistics 14
Telemedicine in Africa 14
Telemedicine challenges in Africa 15
TELEHEALTH PATIENT SATISFACTION AND BENEFITS 16
Telehealth Provider Adoption and Satisfaction 17
Specialty Telemedicine Use 17
GLOBAL POINT-OF-CARE TESTING (POCT) 17
Need of poct in africa 19
Diabetes in Africa 19
AFRICA DEMOGRAPHICS 19
Sex Ratio in Africa (2020) 20
CONCLUSION 22
COMPETITIVE ANALYSIS 23
TELEMEDICINE AFRICA 24
EHEALTHGROUP 25
BUSINESS DEVELOPMENT 27
DEVELOPMENT PLAN 28
OPERATIONAL TIMELINE 28
DEVELOPMENT BUDGET 28
ORGANIZATION & MANAGEMENT 30

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 BUSINESS LEADER 31
ORGANIZATIONAL STRUCTURE 32
HIRING 32
HR POLICY 32
TRAINING AND EMPLOYEE DEVELOPMENT 32
MARKETING & SALES 34
STRATEGIES AND TACTICS 35
Website 35
Email Marketing 36
Content Marketing 36
Online-Ads 37
Social Media Marketing 37
Search Engine Optimization 38
Press Editorials and Releases 38
Event Marketing 38
FINANCIAL PLAN 39
CAPITAL REQUIREMENTS 40
REVENUE ASSUMPTIONS 40
OPERATIONAL ASSUMPTIONS 40
Payroll 40
Direct Costs 40
Overheads 40
NET PRESENT VALUE 40
Sensitivity Analysis 42
Comparison 43
APPENDIX 44
APPENDIX A – FIVE-YEAR INCOME STATEMENT PRO FORMA 44
APPENDIX B – FIVE-YEAR BALANCE SHEET PRO FORMA 45
APPENDIX C – FIVE-YEAR CASH FLOW PRO FORMA 46

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01 EXECUTIVE
SUMMARY

We have identified a number of critical approaches to strategic development and marketing start-up efforts,
assessed alternatives, and developed a series of executable, and cohesive but independent, categories of
action to aid the business in its core, overarching goals.

To initiate business, we require an investment of $350,000. The Company_Name team will provide the
technology, website, marketing, branding and handle all managerial aspects of the co-working space. Once
we have acquired the equity investment, we will initiate the necessary renovation work. The business plan is
intended to demonstrate the viability of the business model and demonstrate the requirements of the
business.

1|Page
FINANCIAL HIGHLIGHTS
INVESTMENT BREAKDOWN
Furniture and
Equipment , $55,000 Electricity Bills ,
IT Equipment ,
$5,400
$25,850

Website and
Operating Expense , Database Design , Legal Expenses ,
$86,557 $25,000 $2,000

Other, $13,593
Working Capital ,
$6,193

Renovation and
Fitout , $144,000

REVENUE VS EXPENSES
$1,200
THOUSANDS

$1,000

$800

$600

$400

$200

$-
Year 1 Year 2 Year 3 Year 4 Year 5

Revenue Operating Expenses

Profitability
$400
Thousands

$350

$300

$250

$200

$150

$100

$50

$-
Year 1 Year 2 Year 3 Year 4 Year 5

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02 COMPANY
OVERVIEW

3|Page
BUSINESS DESCRIPTION
Intro

Text .

VISION MISSION PURPOSE

4|Page
TARGET MARKET & LOCATION

BUSINESS OPPORTUNITY

CORE COMPETENCIES
Highly Skilled,
Additional perks
Experienced & Existing business
such as cigar lounge, Existing client base
Successful network
golf simulator, bar
Leadership

Strong Business Relationship

Market Competitive Model with building approach Marketing, PR and
Prices Potential to Grow with startups and Influencers Network
Organically clients

COMPANY OWNERSHIP & LEGAL STATUS

OUR WAY TO SUCCESS

Host events within the
Acquire and build an Provide auxiliary
workspace to engage
ideal co-working facilities and other
cross-company
workplace amenities for workers
relationships

Create relationships in Keep forecasting and

Foster a friendly and
the community and analyzing the business
positive, influential
inviting startups to opportunities in
environment
work with us Houston

Develop a smooth Utilize media and

Provide food and communication and marketing tools to
leisure at workplace networking system increase our target
within the community market reach

BUSINESS GOALS
We have identified the following goals and objectives for our business:

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 FIRST GOAL SECOND GOAL
1 2
Raise the required investment and Renovate, develop and establish the co-
finalize the agreement with the property working space
owner

THIRD GOAL FOURTH GOAL

3 4
To achieve high occupancy rate within To develop strategies for our business
the first operational year growth; continuously evaluate
performance and review goals and to
increase profit margins with time

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03
PRODUCT/SERVICE
S

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SERVICES

PRICING
Dedicated Desk: Large Office: $1,800 per Programs: $100 per month

Trainings
Desk Space

Private Offices:

Events and
$700/month booking Classes: $300 per month
Full-time Hot Desk: Medium Offices: $1,200 per Events: $500 per event
$250/month booking
Drop-in/Part-Time Hot Desk:
$30/day
Day Pass $30/day

VALUE PROPOSITION

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S.W.O.T ANALYSIS
The SWOT analysis below represents the strengths, weaknesses, opportunities, and threats of our company:

STRENGTHS WEAKNESSES
High standard amenities of co workspace Low market recognition
Dedication, Passio, and Talent of Business Need to invest in marketing and attracting
Founders and Team investors
Strong Business Model with Potential to Need to build business relations within the
Grow Organically industry
Relationship building Approach with all
freelancers, entrepreneurs, and clients
Marketing, PR and Influencers Network
Quality and Service Standards
Flexible services and packages for clients
with varying needs
Ideal location

OPPORTUNITIES THREATS
The rapid increase in the cost of real estates Competitors with a large market share
Large target market in the US The market, economic and legal risk for
A growing number of startups and business
freelancers
Growing demand for flexible workspaces
An increasing number of freelancers

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04 MARKET
ANALYSIS

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GLOBAL HEALTH - STATISTICS & FACTS
In recent decades, advances in technology and medicine have increased the life expectancy and general
health of people around the world. However, great inequalities in health and health care based on
geography and wealth still exist. For example, all of the twenty countries with the lowest life expectancy in
2017 were located in Africa, while those with the highest life expectancy were found mostly in Europe and
the wealthy countries of Asia. Rates of various diseases also differ depending on region and income, but
some of the most common negative health conditions around the world include high blood pressure, sleep
related conditions, migraines, and high cholesterol.

GLOBAL HEALTHCARE INNOVATION TECHNOLOGY TRENDS FOR

2019-2025
Global healthcare is entering a transformative phase over the next five years. Promising new technologies
and treatments are set to see much wider adoption. At the same time demographic trends, such as growing
middle class and an aging population, mean that the demand for health care services is likely to expand
significantly.

Rising levels of income and education are driving popular support for the expansion of health care coverage.
Concerns over the costs of universal healthcare may see governments push back. The potential for
innovative treatments not available through public healthcare provider could motivate potentially more
clients to seek private health care.

EXPENDITURE ON GLOBAL HEALTH CARE

According to a recent report by Deloitte, spending on health care is expected to rise to an average annual
rate of 5.4% between 2018 and 2022.

1
https://www.statista.com/topics/4274/global-health/

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This is up from an annual rate of growth of 2.9% between 2013 and 2017. There are a number of reasons
contributing to the growth in health care spending. Key among these are:

 Increased costs for labour in the health sector;

 An aging population globally;
 Healthcare coverage being extended to a wider segment of the population;
 Introduction of new healthcare treatments and technologies.

INTERNET OF THINGS (IOT)

One technology sector in the global healthcare industry primed for expansion is IoT (Internet of Things).
According to research from Grand View Research it is predicted that spending on IoT for healthcare will
reach $534.3 billion in 2025. That’s an annual growth rate of 19.9%.

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Fuelling the growth in IOT are two primary factors: increased adoption of connected devices and IOT systems
and software. There is growing demand for real time data which will allow medical professionals to better
manage chronic diseases. The combination of existing healthcare technology including remote monitoring
and analytics has already seen a reduction in the number of patients which require readmission for chronic
diseases. This has been bolstered by the introduction of real time transmission of data.

oT technology will make it easier for patients to connect with medical professionals in other parts of the
globe. This will simplify the experience of patients seeking medical care overseas and could see more
Western patients shift towards lower cost, but equally good, treatment in China. This trend will likely be
compounded if treatment costs in Western countries continue to rise.

TELEMEDICINE: A BOON TO HEALTHCARE SECTOR

With the introduction of Telemedicine, gone are the days when the physical presence of a doctor was
required for treating patients. Video-based telemedicine has helped doctors, diagnose, monitor and treat
patients who are remotely located using equipment that can extend from basic video conferencing to a full
fledged suite of telemedicine scopes and devices.

The service scope of Telemedicine deals with Radiology, Cardiology, Dermatology, Neurology, Psychiatry,
Oncology, Pathology, and Ophthalmology etc. Telemedicine is of particular value in the area of second
opinion services and post surgical follow up for patients.

The telemedicine market was valued at USD 21,446.33 million in 2018, and it is estimated to be valued at
USD 60,448.47 million by 2024, witnessing a CAGR of 18.50%. The major factors for the growth of the
telemedicine market include the rising healthcare costs, technological innovations, increasing remote
patient monitoring, and growing burden of chronic diseases.

2
https://www.booking-wp-plugin.com/global-healthcare-trends-2019-2025/

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 3

TELEHEALTH MARKET STATISTICS

 Telemedicine is a big business; by 2025, it is projected to exceed $64.1 billion in the U.S. (Global
Market Insights). Globally, the market is projected to surpass $130.5 billion.
 Telemedicine visits increased at an average compound annual growth rate of 52% per year from
2005 - 2014 (JAMA).
 From 2017 to 2023 the global telemedicine market is projected to grow at a compound annual
growth rate of 16.8% (ATA Telehealth Basics).
Telehealth Technology Statistics
 Video and other forms of technology are increasingly being used in hospitals. In 2017, 76% of
hospitals in the U.S. were connecting with patients and other practitioners in this way, more than
double the percentage in 2010 (35%) (AHA Fact Sheet).
 As of 2017, 61.2% of hospitals had rolled out remote patient monitoring services (AHA Fact Sheet).
 Despite increases in technology adoption, patients and providers still cite technology as a primary
barrier to telemedicine. 23% of patients say they don’t have the technology to support virtual care
or are not interested in the service, while 35% of physicians say the workplace doesn’t offer these
technologies (Deloitte).4

TELEMEDICINE IN AFRICA
Regardless of its contributions in the form of various procedures and discovery of drugs, Africa still faces
major healthcare challenges. Unfortunately owing to reasons such as shortages of physicians, specialists,
medicines, equipment, and lack of proper awareness was not implemented enough to a level where it can
serve its own people.

Telemedicine in Africa, like every other branch of medicine, owes its existence to this imbalance of demand
and supply.

Digital technologies are spreading like wildfire especially because they allow the jump from no infrastructure
to the fourth industrial revolution without investment in traditional infrastructures and the need for
conventional social circuits – which are often disrupted in many places of the continent.

3
https://www.mordorintelligence.com/industry-reports/global-telemedicine-market-industry
4
https://www.enzymehealth.com/master-guide-to-telehealth-statistics-for-2019/

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Over the last 15 years, African economies have enjoyed growth above the global average, which comes
down to mineral agriculture linked to China’s demand for raw materials as much as to a technological
revolution. Disrupt Africa reports that in 2015, African technology startups received over $185 million in
funding, and pharma companies see a growing potential in the continent as they are supporting more and
more digital health start-up incubators.

By 2020, there will be more than 700m smartphone connections in Africa – more than twice the projected
number in North America and not far from the total in Europe, according to GSMA, an association of mobile
phone operators. In Nigeria alone, 16 smartphones are sold every minute, while mobile data traffic across
Africa is set to increase 15-fold by 2020.5

TELEMEDICINE CHALLENGES IN AFRICA

Although telemedicine holds significant promise in transforming the accessibility of health care, there are
still major barriers to its ability to reach the people of this vast and geographically varied continent.

Challenges that influence the sustainability of a telemedicine endeavor include:

Infrastructural Barrier
Lack of broadband infrastructure continues to be a challenge for the sustained implementation of
telemedicine in Africa. Telemedicine services comprise synchronous video and asynchronous store-and-
forward services, both of which require robust and therefore expensive broadband telecommunication
networks. Due to a lack of proper broadband services in rural and remote areas telemedicine remains out of
reach in many areas. With weak internet connections, video streams for telemedicine are suboptimal hence
the implementation of technology that relies on an infrastructure that optimizes the utilization of bandwidth
is the need of the hour.

5
https://medicalfuturist.com/africa-hotspot-digital-health/
6
https://www.mordorintelligence.com/industry-reports/global-telemedicine-market-industry

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High Maintenance and Support Costs
An end to end program ensuring that the telemedicine equipment is up and running is a must. Maintenance
problems such as parts replacement, software upgrades, and equipment failures need to be addressed
immediately by a trained and certified technician. Though a few issues can be resolved by remote
troubleshooting procedures, a scenario such as equipment failure will require on-site visits. A lack of
availability of locally trained and certified technician makes this task difficult and expensive. The ability to
have remote monitoring tools and technologies that permit off-site support can significantly reduce costs
and eliminate downtimes.

Staffing and Training

Telemedicine is not just limited to having technology in place; an identifiable, approachable and well
qualified human interface to interact with is required for a seamless implementation and sustainability of
the process. Hence, there is a need to hire the right kind of paramedical staff and train them properly so that
they are well equipped to carry out the task of providing healthcare in remote areas. Competency,
Capability, and Capacity play an important role in the success of any Telemedicine initiative.

Human and cultural factors

Human and cultural factors include; user acceptance of new technology by patients and physicians,
motivation, training, and support of staff.

A study conducted by Lewin Group in 2000 showed that “User acceptance by the healthcare workers” was
the second biggest challenge after the availability of appropriate technology to the successful
implementation of Telemedicine.

Apart from the absence of physical examination, patients and physicians resist adopting telemedicine
services due to lack of faith in diagnosis. Despite the growing acceptance of telemedicine, there are sections
of patients who prefer seeing their doctors in person. It becomes very important to focus and select the right
services which can deliver value in Africa.7

TELEHEALTH PATIENT SATISFACTION AND BENEFITS

 Telemedicine saves time. A 2017 survey found that the average telemedicine visit takes 13-15
minutes while an in-person visit takes about 2 hours (AJMC).
 Telemedicine is timely. Average wait time for a new patient physician appointment is 24 days
(Merritt Hawkins) compared to just 20 minutes for a telemedicine appointment (eVisit).
 Telehealth services can also save money. Oftentimes, telemedicine copays cost the same or less than
an in-person visit (American Well).
 Patients believe telehealth services can meet their needs as effectively as in-person visits. Patients
reported that telemedicine visits resolved their concerns 85% of the time, versus just 64% of the
time for brick-and-mortar appointments (American Well).
 Telemedicine users are very satisfied with the service. A 2019 survey found that 79% of respondents
perceived telemedicine as more convenient in terms of scheduling, 83% felt that the care was as
good or better than an in-person visit, and 66% felt personally connected to their telehealth
practitioner (Massachusetts General Hospital).

7
https://telradsol.com/asia/challenges-of-telemedicine-in-africa.html

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TELEHEALTH PROVIDER ADOPTION AND SATISFACTION
 Provider adoption has increased by 340%, according to a 2019 survey of 800 physicians (American
Well).
 Telehealth is physician-approved, with 90% agreeing that virtual care is beneficial in terms of
increased access, communication, and satisfaction (Deloitte).
 Sixty-nine percent of physicians are willing to use telehealth, up from 57% reported in 2015
(American Well).
 However, the youngest physicians (ages 25-34) are slightly less willing to conduct video visits
compared to those ages 35-44 (74% compared to 77%), likely because they are still working on
building confidence and skill in their in-person services (American Well).
 Doctors expect their telemedicine use to become much more regular. Most doctors who have used
telehealth services as of 2019 only conduct video visits about 1-2 times per month (48%), but expect
to conduct them 2 times or more per week 3 years from now (54%) (American Well).
 While the biggest concern for patients regarding telehealth care is feeling less of a connection with
their doctors (28%), physicians are mostly concerned about errors that could happen as a result of
remote visits (36%) (Deloitte).
 Of the telemedicine adoption barriers that exist for providers, top concerns include uncertainty
around how the service is reimbursed (77%) and questions about whether video visits were clinically
appropriate (72%) (American Well).

SPECIALTY TELEMEDICINE USE

 More specialty medical services are embracing telehealth. Mental health used to be the largest
represented specialty in telehealth, but as of 2017, it moved from first to fifth on the list, only
consisting of 7% of all telemedicine claim distribution (FH Healthcare Indicators).
 However, the smallest gap between physicians willing to use telehealth and those who actually use it
exists in the mental health specialty (American Well).
 Pediatric physicians see telemedicine as beneficial to improving appointment visit rates, frequency
of visits, and treatment adherence (American Academy of Pediatrics). These are all necessary
improvements for the field because of the shortage of pediatricians across the country, with 30% of
children needing to travel more than 80 miles to see subspecialists in the field (Health Capital;
Pediatrics.
 Half of the respondents in a 2017 survey said they would like to get their birth control filled by video
visit (American Well). Other OB/GYN patients who require regular check-ups for conditions like
preeclampsia and gestational diabetes could also take advantage of telemedicine visits (eVisit).
 A 2019 physician survey found that 91% of urology physicians would be willing to use telehealth,
which coincides as the specialty with the highest burnout rate at 54% (American Well).
 Sixty percent of patients would be willing to see a doctor via remote visit for a chronic condition like
heart disease or diabetes, opening up opportunities for other chronic health specialties, like pain
management (American Well).

GLOBAL POINT-OF-CARE TESTING (POCT)

Global Point-of-Care Testing (POCT) market is projected to reach 38.2 billion by 2024, from USD 18.5 billion
in 2016 growing at a CAGR of 9.5% during the forecast period of 2017 to 2024. The demand for point-of-care

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testing (POCT) is growing due to the value-shift in healthcare and increasing technological advancements.
Also, the rising prevalence of lifestyle and infectious diseases, early detection of diseases, and management
of multiple chronic conditions is fueling the growth of the market. Some of the other factors contributing to
the growth of the market are Private investments and venture funding, new product development and
government support, increasing adoption of POC devices, and miniaturization of devices.8

High prevalence of infectious diseases and rising incidences of lifestyle diseases in developing countries,
increasing private investments and venture funding along with growing government support in development
of new products and adoption of current POC devices is assisting the market growth.

The point-of-care diagnostics market is moderately competitive and consists of several major players. In
terms of market share, few of the major players currently dominate the market. With rising prevalnce of
diseases and increasing number of aging population, other players are also expcted to enter into the market.

8
https://www.marketwatch.com/press-release/global-point-of-care-testing-poct-market-trends-key-regions-revenue-
future-scenario-and-top-players-like-f-hoffmann-la-roche-ltd-becton-dickinson-and-company-johnson-johnson-alere-
2018-05-30
9
https://www.fortunebusinessinsights.com/industry-reports/point-of-care-diagnostics-market-101072

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Some of the major players of the market are Abbott, Siemens AG, Becton, Dickinson and Company, Johnson
and Johnson, and F. Hoffmann-La Roche Ltd, among others.10

NEED OF POCT IN AFRICA

 Workforce: Less than 1 laboratory professional per10,000 people.
 Quality: Less than 500 laboratories accredited to international standards and 90% are in South
Africa.
 Lab Networks: Few fully functional national public health reference laboratories and networks.
 A cycle of distrust
 Long test turnaround time
 Lost results and lost samples
 Tests disagree with clinical picture
 HIV is endemic in sub-Saharan Africa (SSA).
 Over22.5 million people are living with HIV in the region, with 1.8 million new infections occurring in
2010.
 Interpersonal Violence
 Non Communicable Diseases

Focused programs using POCT instruments have been actively pursued in a host of African countries.
Promoted largely by NGO’s such as PEPFAR,Clinton Foundation in response to the AIDS and TB crisis.

DIABETES IN AFRICA
 In 2011, 14.7 million adults in the Africa Region were estimated to have diabetes.
 Over the next 20 years, it is predicted that SSA will have the greatest increase in diabetes prevalence
of any region in the world due to rapid urbanisation. 11

AFRICA DEMOGRAPHICS

10
https://www.mordorintelligence.com/industry-reports/global-point-of-care-diagnostics-market-industry
11
http://www.samed.org.za/DynamicData/LibraryDownloads/186.pdf

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SEX RATIO IN AFRICA (2020)

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Currently, 43.4 % of the population of Africa is urban (567,387,619 people in 2019)

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 12

CONCLUSION
Health and demographic trends clearly indicate that there will be strong demand for telemedicine and tele
healthcare in Africa as it is one of the fastest growing segments in the healthcare. African telemedicine
market has experienced substantial growth in recent years. In 2015, the market was valued at USD 18 Bn. It
is expected to grow into a USD 41 Bn industry by 2021.13 A range of innovative new technologies and
treatments are being introduced which could significantly change the way many health conditions are
treated in Africa. Robust demand for health care services will bring us the market capitalizing on the
opportunities that are available in health care sector. Our business can leverage the knowledge or
experience of clinicians to help patients access or navigate additional care wherever necessary throughtout
Africa.

12
https://www.worldometers.info/demographics/demographics-of-africa/#pop
13
https://weetracker.com/2019/10/15/seekmed-growing-african-telemedicine-heathtech/

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05 COMPETITIVE
ANALYSIS

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TELEMEDICINE AFRICA

The company was incorporated in 2008 as a private company with limited liability. The company is 100%
owned by a black South African female (medical doctor by qualification) and is certified as a level one
contributor in terms of the BBBEE Act. In relation the Companies Act of South Africa, the Public Interest
Score (PIS) of the company is less than 100.

The vision for TELEMEDICINE AFRICA (PTY) LTD is to be acknowledged by the healthcare profession as the
leading service provider in the provision of telemedicine services and technology in Africa and to transfer
wellness, awareness and life skills to people across the Southern African society so that all people would
recognize the importance of knowing your status.

The company successfully implemented its first large scale telemedicine project in the Limpopo province,
including the provision of training to doctors and nurses.

Telemedicine Africa also conducted a research project for the SADC Secretariat where all the Ministries of
Health in the SADC countries were visited to assess their e-Readiness. They have been driven by the
philosophy to provide integrated, multifunctional, scalable solutions and products that will improve the
provision of care.

Telemedicine Africa, in partnership with the Industrial Development Corporation and Dimension Data has
established a Virtual Telemedicine Consultation Center manned by specialists and general practitioners
within the various medical profession disciplines to deliver a service to referring sites connected to the
Virtual Telehealth Centre. Some of their important products and services are:

Products Services

• Rapid test kits • Community Care

(including HIV, TB, • Clinic Basic Health
Malaria, STD, Care
substances and • Local hospital
others) Services
• Mobile Devices • Virtual Telehealth
• Rehydration Centre
products • Wellness
• Medical Management and
Equipment Corporate Health

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EHEALTHGROUP

eHealthGroup is an innovative and premier technology & health care services provider based in South Africa.
eHealthGroup offers programmatic services to enable 24/7 physician specialist call panels, and
implementations of turnkey Intouch Health telehealth solutions. eHealthGroup works with the top health
systems in Africa, to connect specialist physicians, emergency medical services, and medical training.

eHealthGroup is the distributor for InTouch Health in South Africa. InTouch Health is Telehealth solutions
provider that have developed a cloud based global server infrastructure which guarantees an internet
connectivity uptime of 99.2% combined with the world’s only FDA cleared Class II(a) robotic Telehealth
solutions. InTouch allows health systems to grow their clinical services without investing in infrastructure.
The InTouch Telehealth Network connects health care providers from anywhere, supporting more than
1,600 clinical sites with over 20k encounters every month in more than 160 health systems. Mr Elliot Sack
and his team can work consultatively with health systems, government, insurance groups, and providers to
deliver on their goals for population management and telehealth offerings.

Products & Services

Lite Viewpoint
•Simple interface with integrated •This software makes it possible to
stethoscope, privacy headset and I/O connect to patients through the InTouch
ports for peripherals Telehealth Network from any location,
including a person’s home

Vita Vantage Xpress

•Grants the remote doctor dominion over Multimedia tools for image capture, video Improves communication clarity with its
the clinical setting to deliver proactive recording and live cursor/telestration dual audio modes
care and management oversight

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CONCLUSION
We do not have any direct competitor with the same focus as of our services of Telemedicine, Lab and Point
Of Care Testing (POCT ) and quality management. The above analysis of our indirect competitors will help us
to differentiate better among the competitive landscape in Africa. This will also help us to gain a big market
share as soon as we will launch successfully with our unique selling propositions.

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06 BUSINESS
DEVELOPMENT

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DEVELOPMENT PLAN

WHAT WE AIM TO DO!

Raise the Building

required Renovation and Hiring the Staff Initial Training
financing Setup

Marketing Plans
Initiate Business
and local
Operations
advertising

OPERATIONAL TIMELINE

April 2019
•Coworking space design and
layout August 2019
•Present package to investors

May 2019
•Begin construction and build
out

DEVELOPMENT BUDGET
We have estimated the following costs to set up the workspace:

Development Amount
Renovation and Fitout $ 144,000
Furniture and Equipment $ 55,000
IT Equipment $ 25,850
Total $ 224,850

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 ESTABLISH DEVELOPMENT HIRING AND TRAINING
LOCATION

The physical address of the We have carefully analyzed and We will hire and train staff to
building is 4916 Main St, assessed all the standards, manage the co-working space,
Houston, TX. Once we finalize the guidelines and good practices for including staff to provide
lease agreement with the owner, co-working spaces and will take administrative support to clients
we will set up and furnish the all the necessary steps to ensure and staff to maintain
workspaces including private we develop our workspace to relationships with clients. We will
offices, common places, leisure meet them. This will include hire and train staff members
and refreshment areas, ensuring proper security (CCTV according to our requirements.
conference rooms, event halls, Cameras, Kisi Access Control Each staff member will receive
etc. We will begin development System), hi-speed Wi-Fi access, training to ensure he/she follows
work after securing the equipment, and furniture, etc. certain standards that meet our
investment brand name.

MARKETING GRAND OPENING MONITORING GROWTH

STRATEGIES

We will initiate our marketing We will begin our operations by We believe we can achieve 100%
campaign while developing our organizing a grand launch event occupancy within the first year of
office. Marketing efforts will at our location where we will operations. We will continuously
include both local level, such as invite startups, entrepreneurs, monitor various key performance
distributing flyers, brochures, etc. bloggers, and influencers in indicators to assess our
as well as digital marketing, Houston to come to check out performance. We will revise our
which includes setting up a our place. goals and targets constantly to
website, email marketing, digital ensure that we are always
media marketing, etc. pushing forward to grow and
expand the business.

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07 ORGANIZATION &
MANAGEMENT

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BUSINESS LEADER
XYZ is independent and original in his thoughts. Furthermore, he is an individual with an exceptional ability
to turn theories into solid plans and transforming those plans into actions. Among other things, he highly
values knowledge, competence, and structure. Fabrice thrives positively by being a long-term thinker with a
high expectation for performance.

He has the expertise to ensure efficient and quick delivery and logistics to ensure customers receive their
orders on time, which will drive sales, and maximize profits while improving customer satisfaction. He aims
to achieve performance that outpaces competitors by recruiting and cultivating high-performing teams. He
creates strategic plans and implements tactical processes that propel results by sharing the vision and
gaining buy-in from employees.

He has a collaborative style that leads to the identification and development of key opportunities. He is
recognized by executives for approachable style, ability to relate well with concerns/issues, and exceptional
listening skills. He quickly assesses customer needs, diffuses escalated issues, and follow through to
resolution.

ABC is the founder and CEO of the company. He is a dedicated, passionate and intelligent individual. He is
independent and original in his thoughts. Furthermore, he is an individual with an exceptional ability to turn
theories into solid plans and transforming those plans into actions. Among other things, he highly values
knowledge, competence, and structure. He thrives positively by being a long-term thinker with a high
expectation for performance. His dynamic approach and broad-minded thinking ability made him the perfect
CEO for the company. In addition, his background knowledge and previous work experience demonstrate his
sound judgment, effective communication, planning, and leadership skills.

ABC also has an open-minded approach to new ideas and welcomes creativity. He has also worked in
different organizations exposing him to vast scenarios and gaining diverse knowledge and experience. This
has allowed him to develop professionally, enabling him to prosper in any given scenario, tackling varying
problems and maintaining composure in crunch situations.

ABC has a holistic approach to business that has ensured a medium of communication, promoting
knowledge, growth, and learning. He is a leader and team player, portraying his vision and ensuring its
fulfillment. He believes in the team and not individuality. His principles of trust, loyalty, and faith will
become an emblem and example for the entire organization. His visionary heritage has led the way forward
while his personality, vast knowledge, diverse experience, humble approach, and instinctive business
mindset make him a great person to work alongside.

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ORGANIZATIONAL STRUCTURE
Leslie Wilson -
Owner

Adrian Collins-
Operation Leo Kozadinos -
Business Communiy Manager
Manager Property Owner
Manager

Assistant
Sales
Community
Representatives
Manager

Front Desk
Associates

HIRING
Currently, we are looking to hire a community manager and community creator. We are also looking to hire
cleaning staff to provide our customers with a clean work environment.

With the need to expand and develop the business, we will need the right mix of talent, vision, and creativity
for all the critical roles. We will set up a process to hire young minds as internees as well as experienced
professionals to take the business to the next level. A thorough process will ensure only the best candidates
are selected. Furthermore, we will instill a beneficial training program to develop and nurture employees.
The training programs will ensure that the employees are living up to the standards and expectations of our
brand.

HR POLICY
We believe in maintaining a team of talented personnel who are capable of adding value to our business. For
this purpose, we will constantly evaluate our employee performance through appraisals. The employees will
be provided with SOPs and detailed job descriptions to enable them to understand their role in our
organization.

TRAINING AND EMPLOYEE DEVELOPMENT

We believe in providing required training for career growth for our human resources. Through various
training, we will ensure that our employees are capable of competing in a highly dynamic environment.
Training will be conducted according to the employee career growth requirements. Training goals and
objectives include:

1. Increase in job satisfaction and morale among employees.

2. Increase in employees’ motivation.
3. Increase efficiencies of processes, resulting in financial gain.
4. Increase in capacity to adopt new technologies and methods.

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5. Innovation through new business strategies and products.
6. Responsible representation of the company name
7. Diversity training

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08 MARKETING &
SALES

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 Recent trends in marketing have indicated that digital marketing has taken a stronghold in
advertisements. The digital drivers of marketing have become a very reliable medium for
marketing as well as a cost effective way for companies to quickly gain popularity and market their
products/services. More importantly, in today’s world, the customers play a more crucial role and
it has become important to design advertisements to target customer segments more directly. We
will create a mixed marketing strategy, taking account of the leading marketing tools as well as
using the more traditional methods while also ensuring that the marketing strategy suits the
target market.

MARKETING ADVERTISING PUBLIC

Digital Media Print Materials
RELATIONS
Press Releases
Content Marketing Online Ads Events
Social Media Marketing Media Coverage

STRATEGIES AND TACTICS

The current marketing plan includes the following channels for marketing, promotion, sales, and
distribution:

 Online Advertising & Promotion

 Offline Advertising & Promotion
 Relationship building with clients
 Events

WEBSITE
We are in the process of redesigning our website http://www.bayoucitylab.com/. The website contains
extensive details about many of the start-ups and businesses we have worked with in the past. It also
contains details about our other two divisions. We will update the website with details, pictures, and videos
of the co-working space. The website will also serve as a marketing channel to create interest in the co-
working space. We will regularly post sneak-peek trailers and videos as well as upload information and news
update the development concept. We will also use the website to publicize the opening ceremony.

The website will display a section for businesses to register and subscribe to newsletters and email updates
to monitor the progress of the company’s development.

Objectives
Create brand awareness in the target market
Create appealing and relatable ads
Create informational content
Create an email list

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 Showcase and display the co-working environment

Activation Tactics
Create Call-to-action landing pages for the potential clients interested in our email registry
Create call-to-action landing pages for potential clients to sign up for membership packages
Collect and post client testimonials

EMAIL MARKETING
We will use emails to reach potential customers. Marketing automation has made it possible for companies
to adopt email-marketing strategies and define their target market and client segments so that the designed
content is suitable for them and helps in delivering the right message /information /newsletter. It also helps
in building PR and building a channel of communication.

The emails will contain our website link, newsletters, information-based content and services details. An
email list will allow us to deliver updates and content to the user base and create more awareness.

Objectives
Create brand awareness in the target market
Create appealing and relatable content for emails

Activation Tactics
Design the emails by adding useful media
Use automation tools to create newsletter campaigns

CONTENT MARKETING
The power of content is strong as people read before entering into a buyer-seller relationship. Content-
based marketing will be essential to create the company’s digital identity.

Client stories about success are often the first thing that catches the eye of individuals. By using
testimonials, we will be adding credibility to the company’s services.

The use of a blog, guest bloggers, press releases and newsletters fulfill the company’s content marketing
needs. We will use other media like videos and animation as well to make content attractive.

Every time the company updates a blog post, it will create a new page that will attract more user traffic,
which will, in turn, lead to more opportunities to show up in search engines and drive traffic to the social
media websites in organic search.

Objectives
Create content that is engaging, fresh, and relevant.
Improve search engine ranking
Partner with key organizations in the industry

Activation Tactics
Identify and partner with influencers from the target market
Hire a content writer to create content
Post content regularly on the blog and social media sites

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ONLINE-ADS
We will use online ads for search engine marketing and strengthening our online presence to gain traffic.
PPC and sponsored ads will be designed for people who fall in our target market and are searching for
relevant content online.

Online marketing efforts will also provide us with the advantage of measuring market statistics easily and
inexpensively. Almost all aspects of an Internet marketing campaign can be traced, measured, and tested by
using an ad server as well as a variety of methods, such as pay per impression, pay per click, pay per play,
and pay per action.

Objectives
Raise brand awareness through online ads
Promote the services through ads
Generate leads from click-through

Activation Tactics
Google AdWords

SOCIAL MEDIA MARKETING

Social networking has become an effective marketing tool. It is no longer about communication, but rather,
it has evolved into a medium through which people share their experiences, ideas, and thoughts. In addition,
social media allows brand knowledge to be passed on by word-of-mouth. People tend to rely on these
sources more as opposed to other marketing methods.

We will initially setup and create social media pages on different channels, including LinkedIn, Instagram and
Facebook. To generate followers, we will send out invitations to a network of influencers with a large
number of followers and use their network to spread our name. Once we have developed a small following,
we will begin creating posts to generate interest in our services. Our initial posts will create curiosity and
spread awareness about our products.

We will also run a social media campaign to give out free day passes. The campaign will require individuals to
share our posts and invite 15 friends to follow our page. We will verify this using available tools and will send
free passes to the first 30 people that participate in the campaign. This will not only help us increase the
number of followers, but also allow people to try our services and write about their experience.

Objectives
Create followers through influencers network
To create word-of-mouth marketing
Accumulate feedback and testimonials
Direct communication with clients

Activation Tactics
Use LinkedIn, Facebook and Instagram
Post content regularly that is engaging

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SEARCH ENGINE OPTIMIZATION
The strategies of search engine optimization (SEO) and pay-per-click (PPC) ads will support our website and
our company name rank in search engine results. We will prefer to stay competitive on Google, Bing and
Yahoo search engines. We will develop our website using all the popular methods that fulfill the needs of
organic traffic generation by using strong content and keywords.

Objectives
To improve website and content search engine ranking
Improve online brand visibility

Activation Tactics
Hire someone that specializes in SEO

PRESS EDITORIALS AND RELEASES

Press release and editorials will be used to attract publicity, achieving a greater impact on the target
audience. We will create public awareness and knowledge through their PR campaigns, reaching a wider
target audience and attracting attention, resultantly creating brand recognition.

The campaigns would also assist in providing relevant knowledge about the beliefs and aims of our company.
We will use press release and editorials to provide information to the public and create a campaign to help
promote our firm’s name.

EVENT MARKETING
We will host various events and training sessions to attract entrepreneurs and individuals interested in a
career in business. We will also invite start-ups to host their events at our workspace. This will not only
promote our brand but will also promote our workspace.

Objectives
Highlight our services through events
To create brand exposure
Sales Channel and networking

Activation Tactics
Design ads for events
Promote events on social media

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09 FINANCIAL
PLAN

The Financial Calculations And Projections Are Based On The Pro Forma Income
Statement, Balance Sheet And Cash Flow Statement For A Five-Year Period That Can Be
Found In The Appendix

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CAPITAL REQUIREMENTS

REVENUE ASSUMPTIONS

OPERATIONAL ASSUMPTIONS
PAYROLL

DIRECT COSTS
Direct costs include:

 Repairs & Maintenance: 10% of revenue

 Salaries classified as direct cost

OVERHEADS

NET PRESENT VALUE

The financial model was developed in order to assess the net present value using assumptions over a five-
year period using a discount factor of 8%.

Discounted Cash flows 0 1 2 3 4 5

Initial Investment $ (350,000)
Annual Revenue $ 410,700 $ 722,843 $ 833,884 $ 917,272 $ 1,008,999
Total Expenses (Cash) $ (335,992) $ (431,399) $ (447,880) $ (485,549) $ (508,553)
Net Cash flow $ (350,000) $ 74,708 $ 291,444 $ 386,004 $ 431,723 $ 500,447

Present Value (8%) $ (350,000) $ 69,174 $ 249,867 $ 306,422 $ 317,329 $ 340,596

Net Present Value $ 933,388

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 DISCOUNTED CASH FLOWS
$350
THOUSANDS
$300

$250
CASH FLOWS

$200

$150

$100

$50

$-
1 2 3 4 5
YEARS

We are able to retain profits throughout the five-year forecast period. During the initial year of operations,
we are focused on building our market reputation and developing our brand identity. Performance during
the first year will not be optimal; however, as we gain market recognition, we will generate lucrative profits.
The revenue of the business is expected to grow, indicating a healthy cash position and strong business
model.

Expense/Revenue
81.81%

59.68%
53.71% 52.93% 50.40%
E/R (%)

1 2 3 4 5
Year

The chart above shows that the company operates at a high operating margin. The graph demonstrates a
decline in the ratio, indicating that we are able to push down our costs and earn higher profit margins. As
indicated by the graph, we will maintain this position and maintain a high-profit margin.

Company_Name demonstrates a viable project and a healthy investment with lucrative potential.

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SENSITIVITY ANALYSIS
The slightest of changes in conditions can have a detrimental impact on cash flows. Given the initial
assumptions, however, if revenue is 15% less than expected while expenses rise by 15%, the following
situation arises:

Discounted Cash flows 0 1 2 3 4 5

Initial Investment $ (350,000)
Annual Revenue $ 349,095 $ 614,417 $ 708,801 $ 779,681 $ 857,649
Operating Expenses (Cash) $ (386,391) $ (496,108) $ (515,062) $ (558,382) $ (584,835)
Net Cash flow $ (350,000) $ (37,296) $ 118,308 $ 193,739 $ 221,299 $ 272,814

Present Value (8%) $ (350,000) $ (34,533) $ 101,430 $ 153,797 $ 162,662 $ 185,673

Net Present Value $ 219,028

DISCOUNTED CASH FLOWS

$200
THOUSANDS

$150
CASH FLOWS

$100

$50

$-
1 2 3 4 5
$(50)
YEARS

In an adverse situation, we are unable to make profits in our first year of operations; however, we are able
to breakeven in Year 2 and make progress gradually throughout the remaining forecast period. We are more
than capable of maintaining a positive cash flow position and retaining healthy profits in the years to come.
The net present value is positive, indicating that the company is a beneficial investment. This demonstrates
the viability of the business model and its propensity to perform even when performance is lower than
expected.

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 110.68%
Expense/Revenue
80.74%
72.67% 71.62% 68.19%
E/R (%)

1 2 3 4 5
Year

The expense/revenue is expected to be higher in this situation. However, much like the first scenario, the
company is able to push down costs and earn better margins.

COMPARISON

Sensitivity Analysis
$600
Thousands

$500

$400
Net Cash Flow

$300

$200

$100

$-
1 2 3 4 5
$(100)
Year

Worst Case Scenario Expected Scenario

Both scenarios indicate a similar pattern, indicating a steady incline in profitability as the business continues
to grow. Once our brand name becomes affluent in the market, we will generate lucrative profits.

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APPENDIX
APPENDIX A – FIVE-YEAR INCOME STATEMENT PRO FORMA

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APPENDIX B – FIVE-YEAR BALANCE SHEET PRO FORMA

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APPENDIX C – FIVE-YEAR CASH FLOW PRO FORMA

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CONTACT US

Address Phone & Fax E-mail & Web

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